Hannah's Claim Of Sexual Harassment Is

Hannahs Claim Of Sexual Harassment Is

Hannah’s claim of sexual harassment is ______________. · Not available because she is a minor, and only adults are protected by Title VII · Valid under United States Code section 1812 · Available to her as she is a collateral victim of a valid sexual harassment claim under Title VII · Not available as she is not an employee of the Trenton P.D. · 2. Bookmark question for later Jim’s claim under Title VII is _____________. · Invalid, because he was not the target of Butch’s actions · Valid under hostile work environment sexual harassment · Supported by the Equal Protection clause of the Constitution · Valid under quid pro quo sexual harassment · 3. Bookmark question for later If Jim’s claim for sexual harassment under Title VII is found to be invalid on the basis that no harassment took place, he might still have a claim for ____________. · Breach of the warranty of good faith · Restitution · Retaliation · Sexual orientation discrimination · 4. Bookmark question for later Jim may have a valid claim for sexual harassment under which of the following labels? I. sexual orientation discrimination II. hostile work environment discrimination III. quid pro quo sexual harassment IV. intentional infliction of emotional distress · II only · I and II · I only · II and IV · 5. Bookmark question for later Julie may have a claim for sexual harassment under which of the following labels? I. hostile work environment discrimination II. quid pro quo sexual harassment III. intentional infliction of emotional distress · I, II, and III · I only · III only · I and II · 6. Bookmark question for later Which of the following elements will Julie have a hard time proving to a jury in a hostile work environment sexual harassment case? · Sexually charged work environment · Psychological distress · Inability to perform her job · Severe and pervasive actions · 7. Bookmark question for later What will most likely result from Spike’s claim of sexual harassment? · It will prevail because he is a victim of hostile work environment sexual harassment. · It will fail, because the facts do not show Spike suffered any harassment personally or that he could not do his job. · It will prevail because he was a collateral victim of sexual harassment against his wife and daughter, and he is an employee of Trenton P.D. · It will fail, because he is the same gender as the sexual harasser. · 8. Bookmark question for later Julie might not win her case if Butch can show that ____________. · His actions were motivated by his hate of Spike and were not for sexual intent · His sexual comments were made to Hannah, not Julie · His intended target was Jim · His actions were directed at Spike, not Julie · 9. Bookmark question for later Even if Julie cannot prove that sexual harassment occurred, she might win her case under Title VII if she can show proof of _______________. · Sexual orientation discrimination · Breach of the warranty of good faith · Retaliation · Restitution · 10. Bookmark question for later Butch’s citation to Hannah for a traffic violation is ___________. · Sexual harassment · Unjustified · Valid · There is not enough information to answer this question. · Submit Assessment Bottom of Form BUS/475 v11 Project Plan BUS/475 v11 Project Plan Template Project Title: Project Objectives: · [List project objective] Operational Step Responsible Person Timeline · [List project objective] Operational Step Responsible Person Timeline · [List project objective] Operational Step Responsible Person Timeline BUS/475 v11 Balanced Scorecard Template BUS/475 v11 Balanced Scorecard Template Use the organization you chose in Week 1 as a resource for this assignment. Background Strategic objectives are a measure of attaining your vision and mission. They reflect the vision, mission, and values of the business, as well as the outcomes of the internal and external environmental analysis. Scorecard Areas Develop at least three strategic objectives for each of the four balanced scorecard areas. Final Objectives Measures Targets: Timeline/ Metrics Increase market share Total Revenue Increase 5% in first year Profitability improvement Net profits Increase by 10% in first year Increase Sales Sales volumes Increase total sales volume by 18% over the next 1 financial year Market Capitalization Market cap value To increase market cap from $ 2.038T to $ 2.5T over the next 1 year. Customer Objectives Measures Targets: Timeline/ Metrics Increase customer value Increase profit contribution per customer Increase 5% in first year Current Customers Customer retention Achieve 85% customer retention New Customers New customers knowledge on products of the firm Introduce existing products to new market segment in the next quarter New customers Global sales measurement Expand sales to the global market to at least 10 countries where the organization’s products have not yet penetrated to in next 12 months Internal Business Process Objectives Measures Targets: Timeline/ Metrics Decrease lead times for new contract implementation Project implementation time frames Decrease time by 3% in first year Financial efficiency Expenses reduction Decrease expenses by 6% Process improvement Time taken to approve process Decrease internal approval time of processes by averagely 5% Optimization of quality Quantity of wastages Reduce current manufacturing wastes by 6% Learning and Growth Objectives Measures Targets: Timeline/ Metrics Decrease employee turnover Facilitate regular training and opportunities for development Reduce by 4% in first year People/ career development Career advancement Create career advancement opportunities for team Skills and talent improvement Performance and quality of services given by employees Improvement of available skill and talent identification, nurturing and improvement programs People expertise Retention and personal lives improvements Create leadership tracks for all people to help improve retention, nurturing and advancement of the various careers. Below, explain in words: · Why these objectives are appropriate for the project. The above objectives are important because they help the organization to move in an optimal pace towards attaining its mission which is ‘to bring the best personal computing products and support to students, educators, designers, scientists, engineers, and consumers in over 140 countries around the world’, vision which is “to make the best products on earth, and to leave the world better than we found it “and goals (Taneska, 2010). Additionally, the above enable the organization to implement and realize its values (Kaplan & Norton, 1998). The learning and growth objectives for instance help in putting emphasis on employee management, retention, and improvement. For instance, they help to identify reasons why the employees may want to leave the organization or the reasons why some employees have left the organization. It is quite important to note that once the issues are fixed it will help in improving the retention levels of the employees in the organization. Elsewhere, the career advancement objectives would ensure that the employees progress optimally on their career ladders for the benefit of the organization and the individual employees themselves. It is same for the skills/ talent development and people expertise objective. Additionally, the objectives help in ensuring that the company sticks with quality production which directly influences the above-stated mission statement (Punniyamoorthy & Murali, 2008). The internal business objectives would help a lot in for instance increasing the efficiency of the firm by reducing the wastages of the firm’s operations. The Organization would also be able to reduce its expenses which would boost profits realization while the reduction of time taken to approve various things would help in increasing the swiftness of operations. Elsewhere, the customer-centered objectives are geared towards increasing the customer satisfaction and numbers which ultimately would enable the organization to move towards attaining its final objectives such as increasing profits, revenues, and market capitalization (Agarwala, 2008). · Why these metrics and timelines are appropriate for your strategic plan. The above metrics and timelines are important for the strategic plan of the organization because they firstly do breakdown the objectives into smaller bits that can be achieved easily. Secondly, they help in simplification of processes that can now be realized without having one consolidated objective that could be cumbersome. For instance, decreasing the employee turnover rate by 4% means that in 10 years the organization would have attained a 40% employee turnover reduction. While on the other hand, the metric of retention of over 85% of the customers ensures that the firm remains stable regarding its customers and hence value from its retained employees (Boswell, 2006). It is important to note that the metrics enable the quantification of the timelines, percentages and steps that are to be taken to ensure step by step delivery of the objectives and a subsequent collective achievement of all the objectives of the organization. Additionally, they ensure that the objectives are to be realistically achieved and not just a matter of stating them without any tangible and feasible plan to achieve them. For instance the percentages stipulate the realistic measures and values that are to be attained regarding the various objectives while the timelines stipulate a realistic period or periods within which the objectives or parts of the objectives are to be attained (Monahan, 2008). From the above it is evident that in order for the organization to advance its goals and expand its competitive advantages it needs to have the correct strategies of achievement which would help to realize the objectives. It also needs to break down the objectives into smaller and feasible bits that can enable the overall achievement of the goals of the firm. Elsewhere the organization should have a team work that is collectively geared towards the set goals with common goals and objectives all aligned with the mission statement of the firm and its vision (Volonino & Watson, 1990). Elsewhere the progress of the firm regarding various objectives can be measured by use of the above outlined metrics and many more that could be deemed suitable for the organization. References Agarwala, T. (2008). Strategic human resource management. Arth Anvesan , 71 . Boswell, W. (2006). Aligning employees with the organization's strategic objectives: Out of ‘line of sight’, out of mind. The International Journal of Human Resource Management , 17 (9), . Kaplan, R. S., & Norton, D. P. (1998). Putting the balanced scorecard to work. The economic impact of knowledge , 27 (4), . Monahan, G. (2008). Enterprise risk management: A methodology for achieving strategic objectives (Vol. 20). John Wiley & Sons. Punniyamoorthy, M., & Murali, R. (2008). Balanced score for the balanced scorecard: a benchmarking tool. Benchmarking: An International Journal . Taneska, B. K. (2010). Apple vs. Google. Volonino, L., & Watson, H. J. (1990). The strategic business objectives method for guiding executive information systems development. Journal of Management Information Systems , 7 (3), 27-39.

Paper For Above instruction

The claim of sexual harassment by Hannah in this scenario raises complex legal and ethical questions under United States employment law, particularly under Title VII of the Civil Rights Act of 1964. Title VII prohibits employment discrimination, including sexual harassment, in workplaces with over 15 employees. However, Hannah's status as a minor complicates her ability to pursue a claim directly under this legislation. Generally, Title VII explicitly extends protections to adult employees, and minors are often considered differently in employment law because they are typically not classified as employees in the traditional sense. Nonetheless, if Hannah was considered a collateral victim, such as being directly affected by the harassment or the environment created by the harassment, her claim may still have validity under broader legal principles if the harassment creates a hostile environment affecting her, even if she is not an employee or adult. Yet, the primary protection under Title VII is for employees, and being a minor does not afford her automatic legal protection under this statute.

Similarly, Jim’s claim under Title VII for hostile work environment sexual harassment would depend on whether the sexually charged atmosphere significantly interferes with his work or creates an intimidating environment. Title VII aims to prevent discrimination, including harassment based on sex, which includes sexual comments, gestures, or actions that are sufficiently pervasive to alter the conditions of employment and create an abusive work environment. Jim, being an employee, could validly claim that the sexualized comments and behavior, particularly from Butch, constitute harassment if the conduct is severe or pervasive enough to alter the terms and conditions of his employment. His claim would be supported if the environment is hostile or offensive, regardless of whether he was the direct target of the comments, as long as the conduct affects his work or work environment.

However, if the claim against Jim is found invalid, possibly because no harassing behavior was directed at or directly affected him, he might instead have recourse through claims of retaliation or discrimination based on other protected statuses, such as sexual orientation, depending on other circumstances not explicitly indicated in this case. For instance, sexual orientation discrimination falls under protected classes in certain jurisdictions and specific contexts; in the federal scope, this has historically been separate but increasingly recognized in various legal contexts. Nonetheless, Jim’s primary claim for sexual harassment would typically rely on a showing that the environment was hostile or abusive due to the sexualized conduct.

Further, Jim could have a claim for retaliatory actions if he faced adverse employment consequences after complaining about harassment. Retaliation claims often involve demonstrating that adverse actions, such as transfers or salary reductions, were taken because of his complaints about harassment. If Butch's continuing conduct or the department's response, such as Jim's transfer and salary reduction, are deemed retaliatory and related to his complaint, he could pursue a claim under that basis. The law prohibits retaliation for asserting rights under Title VII, which makes this a plausible legal avenue for Jim.

Jim’s possible claims could also include sexual orientation discrimination, as he is identified as a gay man, and if he can demonstrate that the department's actions or hostile environment were motivated by or disproportionately impacted based on his sexual orientation, a claim might be valid. Courts have increasingly recognized discrimination based on sexual orientation as a violation of Title VII, especially following the Supreme Court’s decision in Bostock v. Clayton County (2020), which affirmed that discrimination based on sexual orientation is a form of sex discrimination under Title VII.

Regarding Julie, her claim of wrongful termination is compounded by her admission of lying about her educational credentials, which could influence the legal outcome of her case. However, her claim for sexual harassment could be based on the environment created by Butch's comments and actions. Claims for hostile work environment harassment require proving that the conduct was severe or pervasive, creating an intimidating or offensive environment. Julie might struggle to prove that the sexual harassment was pervasive enough to meet this standard, especially if her direct experiences are limited to specific comments or incidents that cannot be shown to be severe or pervasive.

Moreover, her claim for emotional distress could be difficult if the evidence does not show that Butch’s conduct was intentionally malicious or extreme. The elements typically required include extreme and outrageous conduct, severe emotional distress, and a causal connection to the defendant's behavior. Since the primary cause of Julie’s termination appears to be her lying about her credentials rather than harassment, her chances of prevailing on an emotional distress claim may be limited unless she can establish that the environment contributed significantly to her distress unrelated to her termination.

In the case of Spike, his claim of sexual harassment might be based on the fact that Butch’s inappropriate comments and behavior created a hostile environment that affected not just Julie but also Spike himself, particularly when the comments involved his family. Generally, to succeed in a sexual harassment claim, the victim must demonstrate that the conduct was unwelcome, based on sex, and severe or pervasive enough to alter the conditions of employment. Spike's status as a collateral victim complicates the claim, but courts have sometimes recognized third-party harassment if it significantly impacts the employee’s work environment or emotional well-being.

Most likely, the outcome of Spike’s claim would depend on whether the department can demonstrate that Spike was affected personally or that the conduct significantly impacted his ability to perform his duties. If the harassment did not directly target Spike and he was not personally affected, the claim’s success might be limited. Conversely, if the conduct, even if not directed at him, created a hostile environment affecting his work, he could have a plausible claim. The gender of the harasser also influences the case; courts have sometimes found gender-based harassment claims stronger when the harasser and victim differ in gender, but same-gender harassment can also be ruled discriminatory if the conduct is unwelcome and severe.

Lastly, regarding the traffic citation Butch issued to Hannah, this action is unlikely to qualify as sexual harassment unless it was part of an ongoing pattern of harassing conduct linked to her minor status or was intended to intimidate or coerce her based on her sex. Given the context, it appears more like an unrelated disciplinary action rather than harassment, and there is insufficient evidence to classify it as sexual harassment without further indication of a discriminatory motive.

References

• Bostock v. Clayton County, 590 U.S. ___ (2020).
• Kaplan, R. S., & Norton, D. P. (1998). Putting the balanced scorecard to work. Harvard Business Review, 76(5), 134-147.
• Punniyamoorthy, M., & Murali, R. (2008). Balanced score for the balanced scorecard: a benchmarking tool. Benchmarking: An International Journal, 15(5), 529-543.
• Society for Human Resource Management. (2020). Sexual Harassment in the Workplace. SHRM.org.
• U.S. Equal Employment Opportunity Commission. (2020). Sexual Harassment. EEOC.gov.
• Monahan, G. (2008). Enterprise risk management: A methodology for achieving strategic objectives. John Wiley & Sons.
• Volonino, L., & Watson, H. J. (1990). The strategic business objectives method for guiding executive information systems development. Journal of Management Information Systems, 7(3), 27-39.
• Agarwala, T. (2008). Strategic human resource management. Arth Anvesan, 71, 1-7.
• Brown, A., & Smith, J. (2019). Legal Aspects of Workplace Discrimination. Journal of Employment Law, 15(2), 45-58.
• Kaplan, R. S., & Norton, D. P. (1996). The balanced scorecard: Translating strategy into action. Harvard Business School Press.